Final Report - LillooetLillooet Area Library Association Social Enterprise Research Project Final Report By Christine Mahaits, Roxanne Sivik and Marianne Gagnon

Lillooet Area Library Association

Social Enterprise Research Project

Final Report

By Christine Mahaits, Roxanne Sivik and Marianne Gagnon

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Table of Contents

Table of Pictures ................................................................................................................................. 4

Table of Tables ................................................................................................................................... 4

Table of Charts ................................................................................................................................... 4

1.0 Introduction .................................................................................................................................. 6

2.0 Defining Terms ............................................................................................................................. 6

2.1 Social Enterprise ....................................................................................................................... 6

2.2 Work Integration Social Enterprise .......................................................................................... 7

2.3 Barrier ....................................................................................................................................... 7

2.4 Literacy ..................................................................................................................................... 7

2.5 Numeracy .................................................................................................................................. 7

3.0 Business Opportunities ................................................................................................................. 8

3.1 Car Wash .................................................................................................................................. 8

3.1.1 Description of the Business ............................................................................................... 8

3.1.2 Example of a Similar Social Enterprise: Keeners Car Wash ............................................. 8

3.1.3 Pros and Cons .................................................................................................................... 9

3.2 General Service Hub ................................................................................................................. 9

3.2.1 Description of the Business ............................................................................................... 9

3.2.2 Example of a Similar Social Enterprise: Manitoba Green Retrofit ................................. 10

3.1.3 Pros and Cons .................................................................................................................. 11

3.3 Thrift Store ............................................................................................................................. 11

3.3.1 Description of the Business ............................................................................................. 11

3.3.2 Example of a Similar Social Enterprise: Karibu Thrift Store .......................................... 12

3.3.3 Pros and Cons .................................................................................................................. 12

3.4 Work Skills Development ...................................................................................................... 12

4.0 Adult Education Program ........................................................................................................... 13

5.0 General Context Review ............................................................................................................. 14

5.1 Community Overview ........................................................................................................ 14

5.2 SWOT Analysis .................................................................................................................. 15

5.3 2016 Census Charts ............................................................................................................ 18

6.0 Barriers to Seeking Education .................................................................................................... 23

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6.1 Transportation ......................................................................................................................... 24

Mile 0 Taxi ............................................................................................................................... 24

Medical Bus .............................................................................................................................. 24

Xwísten Summer Bus ............................................................................................................... 24

Library Provided Transportation .............................................................................................. 25

6.2 Childcare ................................................................................................................................. 25

7.0 Focus Group Summary ............................................................................................................... 26

7.1 Needed Characteristics of the WISE ...................................................................................... 27

7.2 Business Ideas......................................................................................................................... 28

8.0 Surveys ....................................................................................................................................... 30

8.1 Community Survey Results .................................................................................................... 30

8.2 Business Owner Survey Results ............................................................................................. 35

8.3 Social Enterprise Survey ........................................................................................................ 42

9.0 Open House ................................................................................................................................ 44

9.1 Votes ....................................................................................................................................... 45

9.2 Comment Board ...................................................................................................................... 45

10.0 Recommended Next Steps ........................................................................................................ 48

Recommendation 1: Select one business idea .............................................................................. 48

Recommendation 2: Apply for funding ........................................................................................ 48

Recommendation 3: Hire a consultant .......................................................................................... 48

11.0 Conclusion ................................................................................................................................ 48

Appendix A: Pros and Cons ............................................................................................................. 50

Appendix B: Success Stories ............................................................................................................ 51

Ask Wellness Mattress Recycling ................................................................................................ 51

Common Thread ........................................................................................................................... 51

The Cleaning Solution .................................................................................................................. 52

Street Youth Job Action ............................................................................................................... 52

Potluck Café Society .................................................................................................................... 53

EMBERS ...................................................................................................................................... 53

JustWork Economic Initiative ...................................................................................................... 53

East Van Roasters ......................................................................................................................... 54

Saint John’s Learning Exchange .................................................................................................. 54

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Sources.............................................................................................................................................. 57

Table of Pictures

Picture 1. A Panorama of the Open House display………………..……….………………………44

Picture 2. Voting bowls……………………………………………..….…………………………..45

Picture 3. Comment Board at the Open House Presentation……………………………………….47

Table of Tables

Table 1: Pros and cons of the car wash .............................................................................................. 9

Table 2: Pros and cons of the general service hub ........................................................................... 11

Table 3: Pros and cons of the thrift store .......................................................................................... 12

Table 4: Work Skills in All Three Businesses .................................................................................. 13

Table 5: Work Skills Unique to Each Business ................................................................................ 13

Table 6: SWOT analysis of the Lillooet region ................................................................................ 15

Table 7: Barriers to seeking education ............................................................................................. 23

Table 8: Business ideas generated by the Focus Group (1) .............................................................. 28

Table 9: Frequency of use ................................................................................................................ 43

Table 10: Revenue Projection ........................................................................................................... 43

Table 11: Pros and Cons of the Agriculture Production and Sale .................................................... 50

Table of Charts

Chart 1: Population of Lillooet ......................................................................................................... 18

Chart 2: Participation Rates in Lillooet ............................................................................................ 18

Chart 3: Ages .................................................................................................................................... 19

Chart 4: Gender ................................................................................................................................ 19

Chart 5: Aboriginal identification ..................................................................................................... 20

Chart 6: Visible minorities ............................................................................................................... 20

Chart 7: Household income .............................................................................................................. 21

Chart 8: Employment Rates .............................................................................................................. 21

Chart 9: Unemployment Rates ......................................................................................................... 22

Chart 10: Education .......................................................................................................................... 22

Chart 11: What are you most likely to spend your spare money on? Pick the three that most apply.

.......................................................................................................................................................... 32

Chart 12: Is there a product or service that you wish you could get in Lillooet?.............................32

Chart 13: What type of things do you often purchase out of town or online? .................................. 32

Chart 14: What business sectors do you think have the most potential in Lillooet? Please pick 2. 33

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Chart 15: What business idea(s) do you have for Lillooet? ............................................................. 34

Chart 16: Please pick the 5 business ideas you think would be most successful in Lillooet. ........ 345

Chart 17: Do you have trouble finding employees with the skills you need? .................................. 36

Chart 18: Do you see a need for an adult literacy program in our community? .............................. 36

Chart 19: Do you think that incorporating reading, writing and numeracy (number skills) training

into a business is a good idea? .......................................................................................................... 37

Chart 20: Do you have existing reading, writing or numeracy training available in your business?

.......................................................................................................................................................... 37

Chart 21: If not, would you consider incorporating reading, writing and numeracy training in the

future? ............................................................................................................................................... 37

Chart 22: Would you give an adult student hands-on experience through a placement in your

business? .......................................................................................................................................... 38

Chart 23: Please select what kind of support you have in place for your employees. Please pick all

that apply. ......................................................................................................................................... 38

Chart 24: Which issues do you think affect local businesses? Please pick all that apply. .............. 39

Chart 25: What type of things do you purchase for your business out of town and/or online? ....... 39

Chart 26: Please pick your 5 favourite business ideas...................................................................... 40

Chart 27: What Business Idea(s) do you have for Lillooet? ............................................................. 41

Chart 28: Would you support a business that uses its profit to fund a literacy program? ................ 41

Chart 29: If yes, in what ways would you be likely to support the business? Please pick all that

apply. ................................................................................................................................................ 41

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1.0 Introduction

The goal of this report is to summarize the findings of a six month-long research project conducted

by the Lillooet Area Library Association (LALA). The research project set out to identify three

business opportunities in Lillooet that could be adapted to the social enterprise model. It also aimed

to identify barriers keeping people with low literacy skills from getting involved in the workforce

and going back to school. Once the barriers were identified, the project explored ways to address

these barriers.

45% of British Columbians aged 16 to 65 have difficulty with daily living tasks because of their

low literacy skills.1 Improving their reading, writing and numeracy skills can improve their

chances of finding work and staying employed. It can also boost confidence, health and community

engagement, which can benefit the community as a whole.

LALA embarked on this project with the goal of creating an adult literacy program that will

provide its participants with a supportive work experience in which literacy training is fully

integrated. This will allow the participants to earn a wage while they learn. Social enterprises that

provide employment to people with multiple barriers, while still showing a profit, are cropping up

everywhere in the world and provide great inspiration. This report will showcase some local

success stories, as well as examples of social enterprises similar to the one we envision.

Throughout the research process, we have made it our priority to consult with the Lillooet

community. This was accomplished through a series of surveys, a focus group meeting and an

open house. The information gathered through these methods guided our decision making process

as we chose three business opportunities to focus on and research further. The results of the

surveys, focus group and open house are included in this report under sections 7, 8 and 9.

2.0 Defining Terms

2.1 Social Enterprise

According to the BC Centre for Social Enterprise, social enterprises are “revenue-generating

businesses with a twist. Whether operated by a non-profit organization or by a for-profit company,

a social enterprise has two goals: to achieve social, cultural, community economic and/or

environmental outcomes; and, to earn revenue.”2

Specifically, when the term social enterprise is used in this report, it refers to a business operated

by a non-profit organization with the goal of employing people with low literacy skills and creating

a revenue stream to help fund adult literacy programming.

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2.2 Work Integration Social Enterprise

A work integration Social Enterprise (WISE) is “a type of social enterprise that focuses on

improving employment prospects for those furthest from the labour market though a wider range of

work-based opportunities.” Its core mission is “the integration through work of disadvantaged

people.”3

2.3 Barrier

In the context of this report, the term “barrier” means an obstacle, real or imagined, making it hard

or impossible for individuals to reach their goals.

The Literacy Foundation’s website lists these common barriers keeping people from participating

in literacy programs:4

• Problems concerning management of the programs offered and accessibility, such as a

resource-person who does not call back, long waiting lists or inconvenient schedules;

• Family constraints and imperatives;

• Individuals’ own disposition, in line with past learning experiences (e.g., doing badly at

school);

• Pessimistic outlook and low self-esteem;

• Lack of confidence in their ability to learn;

• Lack of money (precarious situation, barely enough money for basic needs);

• Schedule conflict with paid job;

• Distance from training site;

• Concerns with the program itself: duration, level of difficulty, anxiety about being able to

work at their own pace and relevance of content offered;

• Difficulty dealing with change;

• Shame at having their problem revealed to others.

2.4 Literacy

The United Nations Educational, Scientific, and Cultural Organization (UNESCO) defines literacy

as: “the ability to identify, understand, interpret, create, communicate and compute using printed

and written materials associated with varying contexts. Literacy involves a continuum of learning

to enable an individual to achieve his or her goals, to develop his or her knowledge and potential,

and to participate fully in the wider society”.5

2.5 Numeracy

According to National Numeracy, a UK-based organization, numeracy “complements literacy and

is sometimes called 'mathematical literacy'. Both skills are needed in order to function fully in

modern life. Being numerate means being able to reason with numbers and other mathematical

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concepts and to apply these in a range of contexts and to solve a variety of problems”.6

3.0 Business Opportunities

Listed below are three business opportunities that were identified as having the potential to meet

needs not currently being met satisfactorily by the current Lillooet business community. The

research was able to determine that there is strong support from the community for the

establishment of these businesses and that they could easily be adapted to the social enterprise

model desired by LALA.

For each business opportunity identified, the following have been included:

• a description of the business

• an example of a similar social enterprise

• a list of pros and cons brainstormed during a focus group session (more information on the

focus group that was conducted can be found on page 26)

3.1 Car Wash

3.1.1 Description of the Business

The car wash idea is popular with the general public, according to all three surveys and the focus

group. There is an existing car wash in Lillooet that consists of a covered area with a self-serve

coin operated pressure-washer hose. The results of the surveys and focus group indicate that this

car wash does not meet the needs of the community. Therefore, a full car wash service could be a

viable business. The car wash could be a brick and mortar operation, with an indoor facility which

could operate year-round, or a mobile service similar to the example below. It could also provide

interior car detailing.

3.1.2 Example of a Similar Social Enterprise: Keeners Car Wash

Keeners Car Wash is owned by Family Services of Greater Vancouver. It delivers car washing

services for corporate parking lots and car share services. Their mission statement reads: “We

envision building a livable, sustainable world where youth can reach their full potential.”

According to their website, Keeners Car Wash was founded with a social purpose to “direct all

Keeners Car Wash net profits to support programs at Directions Youth Services Centre. Directions

provides Vancouver’s homeless youth with a single entry point to access the tools, support, and

guidance they so desperately need to go about making healthy, positive changes in their lives.”

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Keeners Car Wash provides employment to youth, helping them gain work and life skills, grow

their confidence and move on to bigger and better things. They use a waterless method which is

effective, safe and environmentally friendly.7

3.1.3 Pros and Cons

Table 1: Pros and cons of the car wash

Pros Cons • Surveys have demonstrated a high

demand

• Could be done in partnership with existing

business

• Could be labour intensive (lots of jobs)

• Could be an opportunity for mentorship

• Could include cafe/ laundromat/ pet wash

station to increase traffic

• Potential locations: T’it’q’et, Cayoosh

Flats Transport, Old Pizzarama, Old Seton

motors

• Flexible

• Collaborative

• Money maker

• Boats and vehicles need washing as an

invasive plant species control

• Could make lots of money from tourists

• Cost of environmental mitigation could

be high

• Possible competition with existing

business

• High start-up cost

• Seasonal

• Wouldn’t be able to support that many

staff

• It would be harder to provide on-site

childcare than for a business that operates

inside at all times

• Doesn’t have a large variety of jobs

3.2 General Service Hub


The focus group expressed strong interest in the general service hub concept. The farming

community has long expressed the need for on-call labourers, and with the growing number of

seniors in Lillooet, we will see an increase in demand for home and yard care services. The general

service hub would oversee a crew of casual labourers who would offer a range of services, from

delivery, to painting, yard work and cleaning. The service hub could also help those who already

have landscaping skills or other skills but have difficulty with the administrative side of running

their own business, by helping them acquire the skills they need to move towards autonomy.

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3.2.2 Example of a Similar Social Enterprise: Manitoba Green Retrofit

“Manitoba Green Retrofit (MGR) is a non-profit social enterprise whose mission is poverty

reduction through employment; they exist to create jobs for people who have a tough time

in the formal labour market. Through their different divisions — residential repair and

renovations, property management, a service for vulnerable persons who cannot prepare

their home for bed bug treatment called Bug’N’Scrub, and a temporary labour pool — they

are able to offer stable employment for people to take root and grow into their full

potential.

Their team consists of a wide variety of folks — new Canadians, people who have been

involved in the justice system, women (chronically underrepresented in the trades), and

First Nations/ Aboriginal/ Metis people. These people want to work, but because of various

reasons — language barriers, involvement in the justice system, addictions issues, growing

up in systemic poverty — they have a hard time finding and keeping a job in the formal

labour market.

By creating low barriered and straightforward job opportunities, MGR is breaking the cycle

of poverty that is often multi-generational. In addition to hard skills, MGR also provides

access to a comprehensive and integrated set of supports and resources within their

positive, patient and supportive work environment.”8

http://www.mgrinc.ca/

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3.1.3 Pros and Cons

Table 2: Pros and cons of the general service hub

Pros Cons • Could provide a variety of work

experiences

• Year-round work

• Could lead to relationship building with

businesses

• Could lead to mentorship opportunities

• Could teach a variety of career skills

• Would provide an organic flow to

learning (project based)

• Could complement existing businesses

• Would fill a community need

• Could apply to a variety of industries

• Trades programs team well with this

• Could structure the business to start small

& grow

• Business structure could work with

freelancers who need admin support

• More training needed than other

businesses

• Potential increased overhead cost

(personal protective equipment, tools,

etc.)

• Complex scheduling

• Possibly not enough interest

• Would require transportation to and from

job sites

• Might not be able to offer as much

flexibility to workers

• Might not be able to offer individualized

support to workers

• Would be harder to provide on-site

childcare than for a business that operates

inside at all times

3.3 Thrift Store


The thrift store concept was identified when the existing thrift store, run by the Lillooet Friendship

Centre, closed its doors in April 2018. As well as providing affordable clothing and household

items, the thrift store could act as a drop off point for people’s unwanted items, thus reducing

waste. The thrift store could also focus on kids’ clothing, vintage clothing, building supplies, or

other items, so as not to compete with t recently opened thrift store. It could also provide furniture

repair and clothing alteration services. Unsold clothing could be cut up to make rugs or other

crafts. It could also be sold in bulk.

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3.3.2 Example of a Similar Social Enterprise: Karibu Thrift Store

Karibu Thrift Store, located in Scarborough, ON, is a second-hand shop that provides employment

to people with varying levels of abilities.

“The store promotes opportunities for individuals to gain on-the-job training and

employment experience.

While on the clock, these dedicated employees do everything from steaming, cleaning,

organizing shoes and racks of clothing, to taking in donations.”9

3.3.3 Pros and Cons

Table 3: Pros and cons of the thrift store

Pros Cons • Not a new idea (has a history of success)

• Potential for large revenue

• Could teach a variety of skills – literacy,

numeracy, sewing, furniture refinishing,

small electronic repairs, employment

skills, people skills

• Extra stuff could be sold in bulk

• Reduces waste

• Flexible and supportive environment is

possible

• Room to advance within the organization

• Could include a laundromat

• Could include craft production and sales

• People might have a pre-conceived image

of what it is due to history in Lillooet

• Needs a store front

• Needs a good manager

• There might be a lack of quality

donations in Lillooet (need to outsource)

• Since the beginning of this project, a

privately owned thrift store was started in

Lillooet

• High start-up costs due to purchase of

display equipment and inventory.

3.4 Work Skills Development

With proper management and adequate staffing, each of the three businesses identified above could

provide work environments that would be conducive to learning new skills. Table 1. below

identifies skills that could be learned in all three businesses. Table 2. identifies skills that are

unique to each individual business.

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Table 4: Work Skills in All Three Businesses

People Skills Organizational Skills Management Skills Other Skills

• Serving

Customers

• Using proper

phone/email

etiquette

• Working in teams

• Acting

professionally

• Filing documents

• Maintaining an

organized work

space

• Following steps

• Keeping inventory

• Filling out

timesheets

• Managing time

• Supervising

• Problem solving

• Critical thinking

• Prioritizing

• Team building

• Adapting to new

situations

• Thinking

creatively

• Counting and

giving change

• Using computers

• Cleaning

• Advertising

• Maintaining

machines

• Using tools and

equipment

Table 5: Work Skills Unique to Each Business

Car Wash Service Hub Thrift Store

• Using specialized

equipment

• Preparing cleaning

solutions

• Using chemicals safely

• Car detailing

• Landscaping

• Using and maintaining

small machines (lawn

mower, weed whacker,

rototiller)

• Farming (weeding,

irrigating, harvesting,

butchering, etc.)

• Sewing

• Window dressing

• Small repairs

• Upcycling

• Sourcing inventory

4.0 Adult Education Program

LALA aims to create an adult literacy program that will provide its participants with a supportive

work experience in which literacy training is fully integrated. This will allow the participants to

earn a wage while they learn. LALA has partnered with the Open Door Group, Thompson Rivers

University, the Lillooet Tribal Council and the Aboriginal Skills and Employment Training

Strategy to procure funding for a Community Adult Basic Education Learning Centre pilot project

in Lillooet. The Learning Centre will provide a learning space for additional, accredited learning

for the staff of the social enterprise.

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4.1 Project Details

The Lillooet Community Adult Basic Education Learning Centre will provide academic support

and services for a wide range of students from Lillooet and the northern St’at’imc communities.

The following services will be provided:

1) Adult Basic Education (ABE) program—10 months;

2) Flexible English and math upgrading for independent learners;

3) Expert tutoring for students who need help with English, math, chemistry, biology, physics,

Spanish, French;

4) Computer literacy, study skills, essential skills and career prep; and

5) St’at’imc cultural workshops and language.

Courses will be delivered in small, student-centered classes using teaching methods that can

accommodate students’ life experience and learning styles. Curriculum used will be from the BC

Open Campus and other appropriate available resources.

Students who are not part of the cohort program can take advantage of the Learning Centre

services with flexible ABE courses and tutoring. This option will be ideal for the more independent

learner or people who might be working, but who need to upgrade their basic skills in order to

progress in their careers.

The program takes into consideration that many of the participants might have barriers impeding

their ability to progress. The program partners will work collaboratively to ensure student success

by undertaking literacy and numeracy assessments and helping people overcome barriers such as

transportation, child care, social or health needs.

5.0 General Context Review

5.1 Community Overview

In order to identify viable business opportunities in Lillooet, a Strength, Weakness, Opportunities

and Threats (SWOT) analysis was completed for the Lillooet area. The SWOT includes four

sections on different areas of interest: Geography and Location, Population, Business and Tourism,

and Services and Resources. Together, they give an overview of the community, what it has to

offer and where there is room to improve and grow.

In addition to the SWOT, included below are some charts that were created using data from the

2016 Census by Townfolio.co10. These charts provide an overview of the makeup of Lillooet’s

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population. This information does not include data pertaining to the St’at’imc communities in the

region.

Here is a summary of the information presented by the charts:

- In 2016, Lillooet had a population of 2,275.

- Between 2006 and 2016, Lillooet has seen a population decline of 49 people.

- 20% of the population identify as First Nations and 7% identify as Metis.

- 5% of the population identify as belonging to a visible minority.

- Of the 1,075 households who reported an income, 15% made less than $20,000 a year, 32%

made between $20,000 and $50,000, 33% made between $50,000 and $100,000 and 20%

made more than $100,000.

- The unemployment rate went down from 17.3% in 2011 to 10% in 2016.

5.2 SWOT Analysis

Table 6: SWOT analysis of the Lillooet region

Geography and Location

Strengths

(Current State)

Weaknesses

(Current State)

Opportunities

(External Possibilities)

Threats


• Proximity to Vancouver

• Nature, wildlife &

beautiful scenery

• Relatively affordable

housing

• Great growing climate

• Abundance of springs in

the area

• Interesting geology for

rock hounding &

geocaching

• Bad highway conditions

• Lack of rental housing

• Unsettled title and rights

of St’at’imc traditional

territory

• Lack of public

transportation

• Unsightly premises

• Proximity to Sea to Sky

Corridor could provide a

willing clientele for

agritourism and

ecotourism initiatives

• Dry and sunny climate

could be harnessed thru

solar power production

• Great growing climate

could allow for

production of specialty

foods

• Job losses due to

declining forestry industry

• Reduced traffic to

Lillooet due to highway

closures and repairs

• Natural disasters i.e.

wildfires, floods,

mudslides

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Business and Tourism

Strengths

(Current State)

Weaknesses

(Current State)

Opportunities


Threats


• Existing Visitor Centre

• Active Chamber of

Commerce

• Diversity of outdoor

recreation opportunities

• Emergent agricultural

community, supported by

LAFS

• Emergent viticulture

and hop industries

• Interesting culture,

heritage sites and gold

rush history

• Majority of businesses

are locally owned

• Limited tourism

infrastructure

• Difficult to find

qualified staff

• Limited diversity of

businesses

• Lack of business rentals

and/or available real

estate

• Small market

• Seasonal tourism

• Dependence on tourists

for a large percentage of

clientele

• Increased marketing

targeted to Sea to Sky

Corridor could lead to

bigger clientele

• Businesses could

partner to create package

deals for tourists

• There are obvious

market gaps that could be

filled by existing or new

businesses, i.e. thrift

store, car wash, recycling

pick-up

• Competition from

online stores

• Competition from

businesses in cities

• Lack of tourist

attractions in the off-

season

• Global economy

• Rising price of fuel and

goods

• US tariffs and taxes

aimed at small businesses

Population

Strengths

(Current State)

Weaknesses

(Current State)

Opportunities


Threats


• Growing population due

to low real estate prices

• Strong aboriginal

culture

• Tight-knit community

• Diversity of residents

• Widespread interest in

outdoor activities and

preserving the

environment

• Small population

• History of strained

relationships between

local communities

• Large low-income

population

• Declining/aging

population

• The growing elderly

population could support

growth of senior services

sector

• Families moving from

the lower mainland have

more disposable income

and could support more

businesses and services

aimed at youth

• Population decline

• Youth moving away and

not returning due to lack

of career opportunities

• Gentrification is out-

pricing locals

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Services and Resources

Strengths

(Current State)

Weaknesses

(Current State)

Opportunities


Threats


• Adult Literacy Program

through the library

• Many services offered

through the Lillooet

Friendship Centre

• Open Door Group

• Abundance of local

events

• Affordable public

transportation in the

summer

• Lillooet Agriculture and

Food Society

• Wealth of detailed plans

and reports relating to the

area

• Lack of public

transportation year round

• Lack of subsidized

housing

• Lack of daycare space

and affordable child care

• Lack of cooperation

between service providers

• Lack of funding to

support new initiatives

• Over-stretched

volunteers

• Partnerships could be

formed between service

providers to leverage

additional funding

• Social enterprises could

fill gaps not currently

addressed by not-for-

profits

• Aging volunteer base

not replaced by younger

generations

• Government funding

fluctuations

• Increased strain on

existing services due to

increased poverty

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5.3 2016 Census Charts

Chart 1: Population of Lillooet

Chart 2: Participation Rates in Lillooet

19

Chart 3: Ages

Chart 4: Gender

20

Chart 5: Aboriginal identification

Chart 6: Visible minorities

21

Chart 7: Household income

Chart 8: Employment Rates

22

Chart 9: Unemployment Rates

Chart 10: Education

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6.0 Barriers to Seeking Education

Below is a list of barriers which might make it harder or impossible for certain individuals to

improve their literacy skills. The barriers have been broken down into main categories.

Table 7: Barriers to seeking education

Barriers to Seeking Education

Poverty Issues Health Issues Personal Issues Societal Issues

• Work is prioritized

due to the need to

make money

• Lack of

transportation

• Lack of childcare

• Lack of housing

• Inflexible work

• Addiction

• Physical handicaps

• Mental health issues

• Learning disabilities

• Illness

• Reluctance to

access available

resources

• Resistance to

learning

• Lack of time

• Lack of direction

• Lack of confidence

• Pride

• Shame

• Fear of judgement

• Needs not met by

education system

• Parents have low

literacy skills

• Limited opportunity

• Inflexible programs

• Culturally

insensitive

programs

• Discrimination

(racism, sexism,

homophobia, etc.)

• Legacy of trauma

LALA recognizes that, in order for the social enterprise to be as inclusive as possible, the barriers

above will need to be addressed and considered when developing the enterprise’s structure and

mandate. Here is a list of qualities that will be required:

Flexibility

The social enterprise will have to be able to offer a flexible work environment, both in terms of

scheduling and performance expectations, to ensure that employees dealing with health or personal

issues have the support they need from the rest of the team to contribute to their full potential.

Cultural Sensitivity

Cultural sensitivity is being aware that cultural differences and similarities between people exist

without assigning them a value – positive or negative, better or worse, right or wrong.11 Cultural

sensitivity is essential in creating a healthy and supportive work environment.

Empathy

Empathy, or the ability to understand and share the feelings of others, is essential in creating a

work environment that values people over profits. This is especially important in addressing the

legacy of trauma and discrimination faced by First Nations people.

The following two sections look more closely at transportation and childcare and how the social

enterprise could provide support to its employees in these two areas.

24

6.1 Transportation

Since there is no public transportation in Lillooet, people living outside of town or who have

mobility issues have to be able to provide their own transportation in order to go to work or to

school. For low income people, this can be a barrier that keeps them from seeking work or

returning to school.

Below is some information on options for providing transportation to the social enterprise’s

employees.

Mile 0 Taxi

Mile 0 Taxi is a taxi company in Lillooet. It has indicated that it is willing to give discounts to

good causes. Their regular rates, as determined by the government, are $100.00/hr for driving and

$55.00/hr for waiting. They have not increased this rate in 10 years. Mile 0 Taxi has two fifteen-

passenger vans and five five-passenger cars.

Medical Bus

The Medical Bus makes trips to and from Lillooet to Kamloops every Tuesday and Thursday. The

bus can be rented when it is available, as long as the rental benefits the community and does not

take away business from other transportation services in Lillooet. There is a 2-hour minimum

usage and the rate is $41.00/hour. If the bus was to be used for transportation in the morning and

then again at the end of the work day, the social enterprise would have to pay for the time the bus

was waiting in town, making this option unaffordable.

Xwísten Summer Bus

The Bridge River Lillooet Community Link Bus runs for a few months every summer. It is

sponsored by businesses in the community. The location of the stops and the times of pick-up vary

each year as they are determined by the sponsors. It is a free service. The employees of the social

enterprise could take advantage of this service if they lived along the bus’s route.

In order to rent the bus during the months it is not being used, the renter is required to go through a

detailed documented inspection. The rental costs are as follows:

Cost

Ford Bus 20 Passenger Bus (2) $90.00 per day + $0.50 per km

Ford XLT 15 Passenger Van (1) $75.00 per day + $0.50 per km

Ford Flex 7 Passenger Van (1) $55.00 per day + $0.50 per km

25

If the group rents for more than one day they will receive 100 free km per day starting on the

second day.

A qualified Driver may be provided if required, dependent on the driver’s availability.

Library Provided Transportation

The social enterprise could get one of its staff to provide transportation with their own vehicle. The

Lillooet District has confirmed that, as long as the service was provided for free, there would be no

business license or other license required at their end.

HUB International strongly suggests increasing the liability limit on the insurance of the vehicle

used. To get full coverage they would need:

- Liability, Maximum 5 Million - The cost would depend on the make of the vehicle and the

owner’s individual insurance rates.

- Rated for Business Youth - This does not mean that the people you are transporting are youth.

It's also for transporting multiple people. The cost would also depend on the make of the vehicle

and the owner’s individual insurance rates.

- Uninsured and Underinsured Motorist Coverage, Maximum 50 Million - This is to cover the

damage to the vehicle and any bodily damage if someone else were to hit the vehicle being used.

Costs $40.00/year.

Other costs would include paying the vehicle owner $0.55/km and paying the driver a wage for

their time.

6.2 Childcare

Families who cannot afford childcare may get caught in a chicken and egg situation. They cannot

afford childcare because they are unemployed or underemployed, but they cannot find full

employment because they do not have proper childcare. In some cases, even when fully-employed,

they might still not be making enough to pay for childcare.

Childcare services may be licensed or unlicensed. Unlicensed childcare may provide care for only

1 or 2 children. If care is provided to 3 or more children a licence is required.

The Community Care and Assisted Living Act states the following:

“anyone providing care for 3 or more children, not related to them by blood or marriage, is

required by law to become licensed.”12

However, it also states that childcare services are exempt from requiring licensing if:

26

“a parent of each child is engaged in a program on the same premises as where the child-

minding service operates, being present on the premises while the child is in care, and is

immediately accessible at all times to attend to the child's needs.”13

Therefore, it would be feasible to consider offering childcare services on the premises of the social

enterprise if the employees were working on the premises at all times.

7.0 Focus Group Summary

A Focus Group meeting was held to brainstorm business opportunities that could be adapted to the

social enterprise model envisioned by LALA. The meeting started with a brainstorm of

characteristics the social enterprise would require in order to attain its goal of employing people

with low literacy skills. These characteristics are listed in Section 6.1. Each member of the group

then wrote business ideas on post-its (see Section 6.2). The ideas were grouped by sector and four

distinct business ideas emerged from the process. The group then divided into four smaller groups.

Each one was assigned one of the four business ideas and was asked to make a list of pros and

cons, which were then presented to the rest of the group.

The four business ideas that emerged were:

- Car Wash (see Section 3.1.3 for the pros and cons list);

- General Service Hub (see Section 3.2.3 for the pros and cons list);

- Thrift Store (see Section 3.3.3 for the pros and cons list); and

- Agriculture Production and Sale (see Appendix A for the pros and cons)

27

7.1 Needed Characteristics of the WISE

• Flexible

• Supportive

• Inclusive

• Accountable

• Responsible

• Provides hands-on learning

opportunities

• Provides job coaching

• Complementary, not competitive, to

existing businesses

• Is well managed

• Works collaboratively with health

care and other community partners

• Has long-term support from the

community

• Empowers its employees

• Has a clear vision and mission

• Celebrates individuality

• Allows for one on one support

• Has a strong team of professionals

• Is client (employee) centered

• Provides repetitive work within units

• Provides variety overall

• Provides opportunities to work on

literacy and number skills

7.2 Business Ideas

The following business ideas were identified by the participants of the Focus Group. Each

participant wrote as many business ideas as they could think of on post-its. Ideas that appear more

than once in the table below were suggested by more than one person and were left in the table to

illustrate the popularity of certain ideas.

Table 8: Business ideas generated by the Focus Group (1)

Agriculture • Mushroom farm

• Food co-op and delivery service supporting farmers to get produce to

people’s homes

• Agriculture produce and sales

• Agriculture working group

• Food processing

• Retail business that sells local produce, meats, crafts

Landscaping • Yard maintenance

• Yard care

• Yard maintenance

• Farming supplies, selling and installing fencing

• Labour pool

• Labour pool

Car Wash • Car wash

• Car wash, Laundromat, with dog wash/ grooming

• Car wash Quick oil change

• Car wash

• Car/auto detailing

Hot Meals • Hot meals, using local produce

• Grocery delivery

• Meals on wheels

• Home cooked meals with delivery

• Food truck

29

Thrift Store • Thrift store

• Thrift store

• Appliance repair shop

• Re-use it centre

• Re-use it centre

• Remakery

• Thrift store – clothing and household goods, refurbishing centre.

Dog/

House-Sitting

• House-sitting

• House-sitting

• Pet-sitting and dog walking

• Dog walking/pet sitting

• Housekeeping service

• Window cleaning

Recycling • Recycling processing

• Recycling/blue box

• House pickup recycling

Tourism • Bike rentals

• Walking tours

• Outdoor equipment rental store – bikes for tourist, snowshoes

• Art co-op store with displays, people can watch people create art

Other • Book store

• Small engine repair

• Make something like fancy handbags

• Cinema

• +55 Community, active community

• Youth group mentor society

• Laundromat

• Laundromat service/ sewing repair/ dry-cleaning

• Professional Organizer

30

8.0 Surveys

The research project involved surveying both the business community and the general population

in order to better understand the needs for literacy training in our community. It was important to

gauge what services are needed and what support we can expect to see from the community for this

kind of project. The surveys also helped to identify business opportunities and their relative chance

of success.

The following section describes each survey that was conducted and summarizes the results

obtained.

8.1 Community Survey Results

The Community Survey was filled out by 162 participants, or 6.5% of the population. The charts

below illustrate the results of the survey. In summary, the following observations can be made:

- Respondents indicated that they were most likely to spend their spare money on:

o activities and hobbies;

o traveling; and

o entertainment and culture.

- Respondents showed the most interest in the following products or services:

o family activities;

o a supercenter that sells a broad variety of items like a Walmart;

o a youth centre;

o a thrift store;

o a restaurant; and

o a car wash.

- Respondents indicated that the following items were most often purchased out of town or

online:

o clothing;

o electronics; and

o furniture and household items.

- Respondents identified the agriculture and tourism sectors as having the most potential for

growth in Lillooet.

- Respondents identified over 40 business ideas. They fell under these general categories:

o outdoor activities;

o car wash services;

o tourism;

31

o agriculture; and

o courses/programs.

- Respondents chose their top five business ideas from a list of twelve. The top five choices

in order from most popular to least were:

o produce farming;

o recycling/compost pick up;

o hot meals delivery;

o re-use-it centre; and

o kids play centre.

- 51 respondents selected that they would like businesses to be open later. 104 respondents

selected that business hours were convenient.

- Respondents selected that the following four barriers had the biggest impact in keeping

people from getting help to improve their literacy skills:

o learning disabilities;

o lack of programing;

o mental health issues; and

o poverty.

- 99% of the respondents indicated that they would support a business that uses its profit to

fund an adult literacy program. 124 respondents said they would support the social

enterprise by purchasing the product or service and helping spread the word. 57 said they

would consider volunteering, 46 would donate, and 23 respondents said they would be

willing to invest in the social enterprise.

The following charts were create using Survey Monkey and illustrate the results of each survey

question.

32

Chart 11: What are you most likely to spend your spare money on? Pick the three that most apply.

Chart 12: Is there a product or service that you wish you could get in Lillooet?

33

Chart 13: What type of things do you often purchase out of town or online?

Chart 14: What business sectors do you think have the most potential in Lillooet? Please pick 2.

34

Chart 15: What business idea(s) do you have for Lillooet?

(The pie chart identifies the most popular ideas while the lists below identify specific ideas)

35

Chart 16: Please pick the 5 business ideas you think would be most successful in Lillooet.

8.2 Business Owner Survey Results

Research showed that there are 223 registered business in Lillooet. We were successful in

surveying 12% of those business, or 26 businesses, with this survey.

The charts below illustrate the results of the survey. In summary, the following observations can be

made:

- 88% of respondents recognized the need for an adult literacy program in our community.

- 73% of respondents indicated that they have trouble finding employees with the skills they

need.

- 80% of respondents do not have a literacy training program at their place of work.

36

- 56% thought that incorporating such a program would be a good idea.

The following sections will take you through the results of our business surveys, showing the

direction this business community would likely take in implementing a social enterprise that would

support and adult literacy program.

Chart 17: Do you have trouble finding employees with the skills you need?

Chart 18: Do you see a need for an adult literacy program in our community?

37

Chart 19: Do you think that incorporating reading, writing and numeracy (number skills) training into a

business is a good idea?

Chart 20: Do you have existing reading, writing or numeracy training available in your business?

Chart 21: If not, would you consider incorporating reading, writing and numeracy training in the future?

38

Chart 22: Would you give an adult student hands-on experience through a placement in your business?

Chart 23: Please select what kind of support you have in place for your employees. Please pick all that

apply.

39

Chart 24: Which issues do you think affect local businesses? Please pick all that apply.

Chart 25: What type of things do you purchase for your business out of town and/or online?

20%

19%

17%

22%

22%Food Supplies

Mandated Supplier

Office Supplies

Plumbing & Building Materials

Tools for Trade People

40

Chart 26: Please pick your 5 favourite business ideas.

41

Chart 27: What Business Idea(s) do you have for Lillooet?

Chart 28: Would you support a business that uses its profit to fund a literacy program?

Chart 29: If yes, in what ways would you be likely to support the business? Please pick all that apply.

Daycare

19%Dining

experience

12%

Food Processing

19%Recreation

12%

Tourism

38%

Daycare Dining experience Food Processing Recreation Tourism

42

8.3 Social Enterprise Survey

The final survey was meant to identify which business, of the three that were selected for further

research, would find the most success in Lillooet. The results of the survey indicate that, of the 100

respondents, 41% would most like to see a car wash started in Lillooet, 36% would most like to see

a thrift store and 23% would most like to see a general service hub.

When asked how often they use each service, the result showed that respondents use car washes

9% more often than thrift stores and 35% more often than cleaning and landscaping services on a

monthly basis.

When asked how often they would use each service if the business was located in Lillooet, the

survey showed the following results:

- 15% increase for the car wash

- 9% increase for the thrift store

- 3% increase for the general service hub

Although the frequency of use indicates the car wash would be most successful, the survey

indicates that more money would be spent at the thrift store (see Table 10.).

The following table compares the percentage of respondents who currently use the three different

proposed businesses at different intervals of time to how much they would use them if new

businesses were started in Lillooet.

43

Table 9: Frequency of use

How Often Do You: Get your car washed? Shop at a thrift store? Hire a house cleaner/

landscaper

Every Week 19% 10% 4% Twice a Month 18% 15% 9% Once a Month 22% 25% 11% Total 59% 50% 24%

Every 6 Months 16% 16% 10% Once a Year 6% 22% 21% Total 22% 38% 31%

How often would you… if this service existed in Lillooet: Every Week 18% 15% 5% Twice a Month 25% 16% 14% Once a Month 31% 28% 8% Total 74% 59% 27%

Every 6 Months 7% 12% 20% Once a Year 9% 14% 21% Total 13% 26% 41%

The following table attempts to project how much money would be spent at each of the proposed

businesses, based on the results of the survey, by a population of 100. Please keep in mind that

there is a 10% margin of error for this survey.

Table 10: Revenue Projection based on population of 100

Car Wash Thrift Store House Cleaning/Yard

Work

$/month % of

Responses

Revenue/

month

% of

Responses

Revenue/

month

% of

Responses

Revenue/

month

$100+ 0 - 3 300+ 6 600+

$75-$99 1 75-99 6 450-594 5 375-495

$50-$75 2 100-150 13 650-975 8 400-600

$25-$50 17 425-850 19 475-950 13 325-650

$1-$25 43 43-1075 37 37-925 20 20-500

$0 37 - 23 - 48 -

Total: $643-

2,174+

$1,912-

3,744+

$1,720-

2,845+

44

9.0 Open House

Near the conclusion of the project, an Open House was held to present the project’s findings and

get feedback from the general public. Displays were arranged on the walls around the room. The

attendees were guided through the room and had a chance to discuss each section of the

presentation with one of the researchers.

The display started with a poem written by Roxanne Sivik, one of two researchers, about the

project, followed by an introduction to define terms and objectives. Then, each business idea was

presented, with an accompanying real-life example. A display showed the different types of skills

the employees could learn at each business. Then, a poster highlighted success stories of other

social enterprises operating in Canada. A S.W.O.T analysis of Lillooet and a preview of some of

the survey results completed the display.

Once they were done touring the room, attendees had the option to write a comment on the

comment board and to vote for one of the three business ideas. The comments they wrote and the

results of the vote can be found below.

Picture 1. A Panorama of the Open House display.

45

9.1 Votes

The Thrift Store got 10 votes, the Car Wash 5 votes, and the General Service Hub 12 votes.

Picture 2. Voting bowls

9.2 Comment Board

Comments:

• General Service Hub- Can provide not only support and training for employees, but also

can help employers learn about workplace support and design to accommodate employees

with disabilities.

• Opportunity for those living with disabilities and/or learning challenges.

• General Service Hub needed and sustainable!

• Social enterprise is a healthy, holistic empowering and down to earth compassionate

system that benefits everyone involved to strengthen our community and support building

capacities all around.

• These projects would make our community more inclusive; happier, & healthier. Thank

you.

• Great Initiative! Much need here.

• All of these are wonderful ideas!! Hope to see it succeed.

46

• So much good work – I hope the charts and images might be compiled and put on line –

much of this will be useful to others. Just one thing I tell everyone who creates graphics

remember contrast – white text on light background = hard to see as does just plain light

coloured text – Thanks to you all!!

• Nice presentation.

• Excellent concepts to support, uplift, train, integrate, provide hands-on experience for

people of various abilities.

• I feel these ideas presented helps to connect the less advantaged and unemployed

population in Lillooet to help them feel more included into our community, to gain or

reclaim a sense of self-respect, self-worth and confidence.

• Great idea. Lots of good energy to build on.

• Be able to make it local- way to go.

• Thanks for this effort ladies. It’s interesting to see the various ideas people come up with.

• Look into Mennonites Central Committee for their Thrift Store; quilting bundles, braided

rag rugs; training people with disabilities; year round viability for the Car Wash; insurance

for General Service Hub

• Thank you for inviting me to be a small part of this process. Amazing Research &

information! I feel really positive that this has laid the foundation for a much needed social

enterprise.

• It will be exciting to have any one of these businesses in town! I’m sure there will be lots

of support from the community regardless of what you chose! Thanks!

• Great initiative! Good Job

• Thrift store; refurbish centre; craft/art on site; take items to make something new; upcycle

centre

47

Picture 3. Comment Board at the Open House Presentation.

48

10.0 Recommended Next Steps

The following recommendations are intended to guide the next steps taken by the Literacy

Outreach Coordinator (LOC). Since the information in this report will be used to support

applications for funding, the recommended actions below should be completed as soon as possible

to ensure that the information does not become dated. It is also important not to lose the

momentum and public awareness that has been built by the research project.

Recommendation 1: Select one business idea

The purpose of the research project was to identify possible business opportunities that could be

adapted to function as WISEs. Now that three have been identified, the Literacy Outreach

Coordinator, Library Director and Library Board of Directors should meet to review the report and

choose one business idea to pursue further. If none of the three ideas are deemed suitable, a

different set of next steps will need to be developed.

Recommendation 2: Apply for funding

A feasibility study should be completed to assess the ability and likelihood of success of the chosen

business, taking into account all relevant factors. Such a study will cost upwards of $10,000 and

will need to be funded through grants. The LOC will have to research possible streams of funding

to identify one that would provide sufficient funding, or find several smaller grants.

Recommendation 3: Hire a consultant

A consultant who specializes in feasibility studies, with prior experience working with WISEs

should be hired to evaluate the business as described above. The consultant will also complete a

business plan and recommend business models and next steps.

11.0 Conclusion

The Social Enterprise Research Project has identified three business ideas that could be adapted to

function as WISEs: a Car Wash, a General Service Hub and a Thrift Store. Each idea has its

advantages and disadvantages, and each idea can be backed up with the success story of a similar

WISE. The research conducted has also demonstrated that the Lillooet community is in support of

a WISE which would focus on those with low-literacy skills. The business community has

confirmed the need for the kind of soft-skills training the WISE would provide.

Once the information in this report has been reviewed by the LOC, the Library Director and the

Board of Directors, LALA will be well positioned to secure funding to move forward with the next

steps, and, ultimately, to develop a sustainable, self-funded adult literacy program.

49

The Research Project

By Roxi2011 aka the soulful poet

I came to this town

Winter was still around

I never thought in a million years

That I would conquer a lot of my fears

I embarked on a journey

Learning new things

Self discovery was the gift that it brings

The opportunities were open wide

Many talented people were there to guide

Time has moved so fast

Now I find myself wishing this project would last

The days have evolved into months

We have overcome many bumps

The completion draws near

This project is really kicking into gear

I know a lot more than I did before

I learned it is not important to keep the score

We all have things that make us strong

Bringing things to the table, that move us along

Many new terms have become dear to me

Learning of what social enterprise is meant to be

Courses and workshops and technique

The many attributes of which I speak

Surveys and data, and people I’ve met

Learning to look for what you can get

This has been an astounding ride

I discovered the best of me is right inside

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Appendix A: Pros and Cons

Table 11: Pros and Cons of the Agriculture Production and Sale

Pros Cons

• We all eat

• Could be a physical or digital hub, or an

online farm store

• Could provide a variety of jobs

• Would help build food security

• Could also connect to Meals on Wheels

• Potential for immediate implementation

• The feed store building is for sale

• Could connect with the labour pool concept

• Potential for immediate implementation

• Social impact high

• Could help educate the public on importance

of food security and healthy eating

• Would require building/ infrastructure

• Tough to find managers

• Existing businesses already doing similar

work

• Food has a low profit margin

• Not enough farmer products for a co-op

grocery store

• Local population has low income

• Educating the public can take a long time

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Appendix B: Success Stories

There are many inspiring social enterprises that have helped address barriers such as poverty,

mental illness, literacy issues and addiction. The following are some shinning stars that have

brought the concept of WISEs to a successful reality.

Ask Wellness Mattress Recycling

https://cfjctoday.com/article/608693/ask-wellness-mattress-program-huge-success

The Mattress Recycling Centre in Kamloops offers living wages for 9-12 months to individuals

who really need it. “We employ people who have largely never been in the workplace, or have

been away from work for quite some time,” says Bob Hughes, Executive Director of ASK

Wellness. The coordinator Cory says, “I don’t believe in labels, we treat everyone as equals,” and,

“if you can write a good resume then there’s no point in us hiring you.”14

The employees have a flexible work schedule and can work varied hours that best suit their

situation. For the clients that have difficulties getting to work on time, they have a social worker or

life skills coach to help them. The supervisors would call the social worker in the case that the

client didn’t show up for work.

Some of the clients/employees that have come through the Mattress Recycling Centre have had

low literacy skills. The coordinator and supervisor currently set aside 5-10 hours a week to give the

7 clients employment counselling to help them find long term meaningful employment. They help

them write resumes, hand out resumes, regain drivers’ licenses, and take aptitude and placement

tests.15

Common Thread

The following information was excerpted from the “Stories of Impact” section of Vancity’s

website:

Immigrant women or women who are coping with mental illness often have a difficult time

finding work that fits their lifestyle. But they are welcomed at Common Thread

Cooperative, a marketing co-op focused on creating meaningful employment while

producing sustainable products.

Common Thread’s producers make bags from recycled street banners in a flexible work

environment that also builds their confidence and independence. The women gain

experience and financial stability through meaningful work.

When the co-op needed funds, Vancity Community Foundation provided a grant to

strengthen Common Thread’s production capacity. Vancity is also a Common Thread

customer, purchasing bulk orders of colourful tote bags.16

https://cfjctoday.com/article/608693/ask-wellness-mattress-program-huge-success

52

The Cleaning Solution


website:

Offering professional janitorial and specialized cleaning services that have an

environmental and social impact is all in a day’s work for The Cleaning Solution, which

serves private, public, and not-for-profit organizations. The company mostly employs

people living with mental health illnesses who are ready and able to work, and uses

environmentally friendly cleaning products to keep them and its clients safer.

A Vancity member since it began in 2004, The Cleaning Solution has received three grants

from the Vancity-funded Enterprising Non-Profits program as well as a line of credit from

Vancity to bridge receivables and enable expansion.

The Cleaning Solution is a socially conscious employer that contributes to a healthy

environment. Vancity invests in successful local companies that contribute to the

community and protect the environment, to ensure we have a flourishing society and

ecosystem for generations to come.17

Street Youth Job Action


website:

Street Youth Job Action (SYJA) supports homeless youth in Vancouver through a double

dose of employment and tough love. Workers must show up on time, well-rested and drug-

free to join a street clean-up crew. They must also show pride in their work and a good

work ethic.

It’s a strategy that’s produced results, as every graduate from the SYJA program has moved

on from life on the streets.

“SYJA really made a huge difference in my life,” says one graduate. “Having them on my

resume allowed me to get off welfare. They gave me much more than a paycheque. I got

more confidence in myself since they trusted me. Also I learned that responsibilities are not

necessarily a bad thing.”

In support of this program, Vancity and the Vancity Community Foundation have provided

several grants and donations, and Vancity has invested two years of funding and technical

support through the Social Enterprise Fund, a collaboration with BC Social Venture

Partners, to grow the business and employ more youth.18

http://www.cleaningsolution.ca/

http://vancitycommunityfoundation.ca/s/social_enterprise_development.asp?ReportID=465681

53

Potluck Café Society


website:

Potluck Café Society runs a popular business Potluck Café & Catering in Vancouver’s

Downtown Eastside, with a mission to create jobs with on-the-job training and life skills

support for local residents.

In 2010, when Potluck suffered a business setback, Vancity stepped in to help. With the aid

of a grant from Vancity Community Foundation and patronage, coaching and a grant from

Vancity, Potluck Café & Catering is growing by refocusing on its core corporate catering

business in the adjacent business district.19

EMBERS


website:

Marcia Nozick founded EMBERS in 2001 after volunteering in a community organizing

process in Vancouver's Downtown Eastside (DTES). She determined to use her experience

in urban planning and community economic development to engage her community.

EMBERS provides people facing multiple barriers to employment with opportunities and

resources to start and grow a business. It has helped launch more than 500 businesses,

placed over 1,000 people in temporary jobs, and set up a construction company that

specializes in sustainable building practices and provides long-term employment for DTES

residents.20

JustWork Economic Initiative


website:

In 2003, Grandview Calvary Baptist church (near Commercial Drive) started thinking about

the employment challenges faced by some members of their church and community.

Wanting to address this issue, in 2004 the JustWork Economic Initiative was born.

Initially an incubator to support new Canadians starting their own business, JustWork

quickly launched its first social enterprise, the JustGarden landscaping company.

JustGarden provides part-time employment to people otherwise unable to hold permanent

jobs due to physical or mental health challenges.

Encouraged by the success of JustGarden, JustWork has launched a number of other social

enterprises. JustPotters makes handcrafted ceramic pottery for individuals and businesses.

54

JustCatering offers delicious food for business meetings, events, and parties. JustRenos is a

renovations and painting service. All of these initiatives blend financial and social goals,

building dignity and community through work experience and hands on training.21

East Van Roasters


website:

East Van Roasters is Vancouver's first bean to bar chocolate roaster, shop and café. Set

below the historic Rainier Hotel in Vancouver's Downtown Eastside, East Van Roasters is

an enterprising non-profit run by PHS Community Services Society.

When PHS's funding was cut in 2012, it decided to focus its efforts on finding new and

creative ways to sustain its services and employ people in the community. What it came up

with was a concept that reinvests all profits back into the neighbourhood while at the same

time hiring and training women who are recovering from addiction and who are staying at

the Rainier Hotel.

“We wanted to do something meaningful. It is so important to have something to focus on

when you are going through addiction recovery, but it is also hard to find work,” states

Shelley Bolton, the visionary behind East Van Roasters. “There is such a need for

dignified, creative work in the Downtown Eastside. We wanted to create work that is

unique, interesting and above all something people will feel proud of.22

Saint John’s Learning Exchange

The following information was excerpted from the ABC Life Literacy Canada October 2016

Newsletter.

“At a glance:

The Saint John Learning Exchange (SJLE) offers the people of New Brunswick’s largest

city opportunities to further their education and build skills to serve them in the search for

employment. The organization offers classes toward G.E.D. completion, literacy and

numeracy improvement and has created social enterprises to build job skills in an

employment setting.

Programs of note:

The SJLE’s Stone Soup program is a social enterprise, which employs learners who are new

to the workforce in a café and catering business. It helps them build the basic skills required

for employment—literacy, numeracy and computer use, for example—in a real-world

professional context. Participants prepare food, interact with customers, work the cash

register and partake in every aspect of running the business—all while receiving

personalized feedback and skills development. Stone Soup pays the learners an hourly wage

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and provides them with valuable and relevant job experience they can use to find

permanent employment in the food services industry. Claire Ashton, one of SJLE’s social

enterprise developers, described how this gives participants a leg-up that traditional

classroom skills training can’t.

“The more authentic the learning environment is, the more those skills are transferable,”

she says, “Our people who were working in arranged work placements were finding that

they needed more time for skill development and more coaching. So if we had our own

work opportunity, we’d be able to provide that.”

Stone Soup began in a borrowed kitchen in a church basement as a program intended to

teach basic skills through cooking. Since then it has expanded into a fully operational

business including a café location in the local YMCA and an industrial kitchen at the Boys’

and Girls’ Club. Participants cater events for local businesses and non-profits as well as

furnish a weekly no-fee lunch for students at a local school.

Stone Soup is named after the children’s book of the same name. Just like the soup in the

story, the social enterprise grew with the help of community involvement from a small idea

into a big deal—an effective means of providing learners with relevant skills and

generating revenue to feed back into the program.

“It’s about the community coming together to build something,” says Ashton. “The name is

also a shout-out to the Stone Church who lent us their kitchen when we were starting out.

No charge, no questions asked.”

Ashton says the program is providing help to people who might not otherwise be working

at all. “The city has Irving Petroleum and not a lot of other major employers,” she says.

“There’s a large portion of the population who haven’t really engaged with the workforce

for up to a few generations. You may have a whole family, kids, parents, grandparents who

are all on income assistance.”

She went on to say how Stone Soup has given several of these families a start in the

workforce. She mentioned one single mother in particular who was the first in her family to

have a job for decades and went on to continued employment elsewhere in the city. “Not

only was she earning more money, her daughter saw her working and setting an example.

She was able to see real meaning in what she was doing.”

Coming up next:

After running the program in spaces belonging to other local organizations, Stone Soup is

moving to new custom-made kitchens in the Social Enterprise hub they’re building in

partnership with Saint John’s tight-knit non-profit community. The new kitchen will

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allow Stone Soup to expand—make more food and reach more people. And SJLE’s offices

will be moving to the new building as well, making it the new home for all of their

activities, including a new boutique selling hand-made goods which will

involve learners on a similar employment model to Stone Soup. The new kitchens will be

funded in part by the Great-West Life, London Life and Canada Life Literacy Innovation

Award, which was granted to SJLE in 2016 for their Stone Soup program.”23

57

Sources

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2 “What Is Social Enterprise?” BC Centre for Social Enterprise,

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3 User, Super. “Work Integration Social Enterprise.” HOME,

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enterprise.

4 Selma Vorobief, Parcours des apprenants potentiels à la suite d’un appel aux lignes de référence

Info-Alpha et Info Apprendre (Path taken by learners following a call to the Info-Alpha and Adult

Learnline reference lines), Literacy Foundation, Montreal, April 2009, 81 pages.

5 UNESCO. The Plurality of Literacy and its Implications for Policies and Programmes. UNESCO

Education Sector Position Paper. Paris: UNESCO.

6 Admin. “What Is Numeracy?” National Numeracy, 3 Apr. 2018,

www.nationalnumeracy.org.uk/what-numeracy.

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keenerscarwash.ca/about/.

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10 “Lillooet, BC - Demographics.” Townfolio, townfolio.co/bc/lillooet/demographics.

11 Dabbah, Mariela. “What Is Cultural Sensitivity? Discover Definition & Theory.” RED SHOE

MOVEMENT, Mariela Dabbah Https://Redshoemovement.com/Wp-

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cultural-sensitivity/.

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Columbia, www.bclaws.ca/civix/document/id/complete/statreg/02075_01.

13 “Child Care Licensing Regulation.” Medical Practitioners Act, Province of British Columbia,

www.bclaws.ca/Recon/document/ID/freeside/332_2007.

14 “Domtar Supports ASK Wellness Mattress Recycling Social Enterprise.” United Way Thompson

Nicola Cariboo, www.unitedwaytnc.ca/2017/01/domtar-supports-ask-wellness-mattress-recycling-

social-enterprise/.

15 “ASK Wellness Mattress Program a Huge Success.” CFJC Today, 10 Feb. 2018,

cfjctoday.com/article/608693/ask-wellness-mattress-program-huge-success.

16 Vancity. “Common Thread Recycled Bags Create Sustainable Jobs for Hard-to-Employ

Workers.” About Vancity,

www.vancity.com/AboutVancity/InvestingInCommunities/StoriesOfImpact/Realestate/CommonT

hread/.

17 Vancity. “The Cleaning Solution Offers Socially and Environmentally Friendly

Service.” Personal Banking,

www.vancity.com/AboutVancity/InvestingInCommunities/StoriesOfImpact/Social/TheCleaningSo

lution/.

18 Vancity. “Street Youth Job Action Believes in People so They Can Believe in

Themselves.” Personal Banking,

www.vancity.com/AboutVancity/InvestingInCommunities/StoriesOfImpact/Social/SYJA/.

19 Vancity. “A Little Support Goes a Long Way for Potluck Café Society.” Personal Banking,

www.vancity.com/AboutVancity/InvestingInCommunities/StoriesOfImpact/Social/PotluckCafeSo

ciety/.

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20 Vancity. “EMBERS: Igniting Employment Opportunities in the Downtown Eastside.” Personal

Banking,

www.vancity.com/AboutVancity/InvestingInCommunities/StoriesOfImpact/Social/Embers/.

21 Vancity. “Hard-to-Employ Workers given a Leg up with the JustWork Economic

Initiative.” Personal Banking,

www.vancity.com/AboutVancity/InvestingInCommunities/StoriesOfImpact/Social/JustWork/.

22 Vancity. “East Van Roasters: from Bean to Bar in the Downtown Eastside.” Personal Banking,

www.vancity.com/AboutVancity/InvestingInCommunities/StoriesOfImpact/Social/EastVanRoaste

rs/.

23 “ABC Life Literacy Canada October Newsletter.” us10.Campaign-Archive.com, us10.campaign-

archive.com/?u=6d4256faf8e1f09c4e3c358e9&id=3e90c84d24&e=82c549b5a4.

Documents

Final Report - LillooetLillooet Area Library Association Social Enterprise Research Project Final Report By Christine Mahaits, Roxanne Sivik and Marianne Gagnon